{"id":20631,"date":"2026-05-15T13:09:54","date_gmt":"2026-05-15T13:09:54","guid":{"rendered":"https:\/\/icv-controlling.com\/?page_id=20631"},"modified":"2026-09-20T16:53:34","modified_gmt":"2026-09-20T16:53:34","slug":"thesis-controlling-responsibility","status":"publish","type":"page","link":"https:\/\/icv-controlling.com\/en\/thesis-controlling-responsibility\/","title":{"rendered":"thesis controlling responsibility"},"content":{"rendered":"
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5 theses on controlling in the discourse<\/div>

Shaping corporate management and taking responsibility – one is not possible without the other?<\/h1>
Thesis 3, curated by Guido Kleinhietpa\u00df<\/div> <\/div>\n <\/div>\n
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The demands in controlling are increasing: Decisions must be made more quickly, uncertainties must be better classified and different perspectives must be integrated. As a result, there is a growing expectation for controlling not only to create transparency, but also to actively contribute to management. <\/p>\n

However, whether and to what extent this succeeds does not depend solely on structures, systems or processes. The willingness to take responsibility is also crucial – for content, for assessments and for the consequences thereof. <\/p>\n

This raises key questions for the role of controlling:<\/p>\n